Hiring Technical People

Assessing “Executive Intelligence”

December 6th, 2005

Take a look at HBS’s Working Knowledge,Hiring for Executive Intelligence. Some quotes that rocked my world:

IQ test questions don’t assess the practical, on-your-feet thinking skills needed in business. What’s more, these tests have been repeatedly accused of racial and gender bias. Yet, despite these very real shortcomings, IQ tests are still a better predictor of managerial success than any other assessment tool. [HUH??? --JR]Because each question in the behavioral interview essentially assesses the same qualities, there’s no need for the grueling three-to-four-hour sessions favored by hiring managers today. They need only ask enough questions to get a reliable appraisal of the candidate’s work experience, job knowledge, and social skills. [Excuse me, but that's not been my experience --JR]Despite their advantages, behavioral interviews really only establish a candidate’s minimum qualifications; they don’t identify star talent. [Of course behavior-descriptions are not enough by themselves. --JR]

The article goes on to say …tests should focus on the particular cognitive subjects associated with executive work: accomplishing tasks, working with and through others, and judging oneself.

Ok, so now the good folks who publish in HBR agree that auditions are key to evaluating a executive’s potential for a position. The example they use is actually a good example.

Auditions for senior management are harder to develop than auditions for technical staff and first- and mid-level managers, but they are certainly not impossible. Any audition that requires the exec to disclose the questions he/she has about the circumstances and leading to a decision and the ability to make a decision is useful. Executive auditions do look more like case studies and need to be evaluated that way.

Entry Filed under: audition, candidate, tests